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This study aims to investigate how leaders report enacting individually considerate transformational leadership behaviour. More specifically, the extent to which they report engaging in supportive, developmental or self‐sacrificial aspects of this behaviour.

Semi‐structured interviews were conducted with 51 senior leaders (21 female and 30 male) in the public and private sectors across five provinces in Canada. A blended grounded theory approach was utilised and suggestions for future research are presented.

Leaders reported being more likely to engage in supportive (59 percent) than developmental (41 percent) individually considerate transformational leadership behaviour. Further, male leaders were less likely than female leaders to report engaging in development in self‐sacrificing ways (21 percent versus 62 percent).

This study extends the leadership literature to better understand the behavioural aspects of individual consideration and explore a new dimension of this behaviour (self‐sacrifice). Sample size is a possible limitation.

Developing employees has been identified globally as a pressing concern for leaders. However, in the study, leaders reported engaging in less developmental than supportive behaviours. Male leaders in particular were less likely to sacrifice their personal interests to develop employees.

An in‐depth examination of how leaders support and develop employees clarifies an important aspect of individual consideration and uncovers potential gender differences that previously have gone undetected.

The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.

The leadership influence of 231 members from 28 committees was studied using a social networks methodology. Gender differences in committee members’ directive and supportive leadership influence were analyzed through two ANCOVA tests.

Results confirm significant differences between men and women’s leadership influence, as rated by their peers, using directive and supportive leader behaviors. Surprisingly, shared leadership has no significant effect on reducing this gender gap.

Results cannot be extrapolated to all other types of groups, since the committees studied have very unique characteristics due to their low typical mutual interaction.

Organizations may need to consider complementary strategies in their group leadership design to prevent the emergence of strong gender gaps when leadership is shared. These strategies could involve training members to recognize gender inequalities in leadership status and assigning leadership roles formally to ensure more equal participation in leadership.

This paper examines the promise of gender equality in shared leadership and provides empirical data that shows that this promise is not being realized.

The purpose of this paper is to develop a greater understanding of the effect of innovation leadership (participative, supportive, and instrumental) on supervisory-rated employee creativity through greater employee regulatory focus (i.e. promotion and prevention).

Data were collected from dyads of 103 employees and employee supervisors working in Taiwan’s high-tech industry. A structural equation modelling approach was used to examine the relationship posited in this study.

Results reveal that both participative and supportive leadership are positively associated with the creativity of supervisory-rated subordinates when those subordinates adopted a focus on promotion. The data also show that these relationships are partially mediated by employee promotion focus. At the same time, the positive relationship between instrumental leadership and employee creativity is fully mediated by employee prevention focus.

The results of this study show that participative and supportive leaders cultivate employee promotion focus, which then enhances employee creativity. Instrumental leaders will induce employee prevention focus, which also enhances employee creativity. These findings imply that when enhancing employee creativity, employees with a promotion focus are more suited to participative and supportive leaders, while employees who do not have a promotion focus may be more suited to leaders who provide these employees with specific instructions on the rules, regulations, and procedures to follow to accomplish given tasks and common goals.

This paper aims to explore franchisor–franchisee relationships in the context of plural forms. Plural forms implies the co-existence of franchised and non-franchised outlets of a given company. More specifically, the paper examines the impact of franchisors’ leadership styles on franchisees’ relationship commitment when the company franchised outlets co-exist with independent non-franchised outlets. Specifically, this study operationalize the plural forms phenomenon in franchising, using multi-channel complexity as a moderator. The mediating role of relational capital is also examined.

Data were collected from 254 franchisees. The hypothesized model was tested using partial least squares structural equation modeling (PLS-SEM).

The results indicate that all three – participative, supportive and directive leadership styles of franchisors increase relationship commitment. In a high channel complexity context, a supportive leadership style is the most effective, whereas, in a low channel complexity context, a participative style is the most effective. Relational capital also partially mediated the relationships between leadership styles and relationship commitment.

Franchisors should follow a participative leadership style when channel complexity is low. However, as they add new channels and the channel complexity increases, franchisors should shift toward a supportive leadership style to maintain existing franchisees’ commitment. In current environments, managers should avoid using directive leadership in favor of the other two leadership styles.

The present study is the first to examine the influence of channel leadership style on relationship commitment in an environment of multiple channel complexity.

The purpose of this paper is to explore the influence of organizational culture and leadership style on employees’ job satisfaction, organizational commitment and work motivation in the educational sector in the state of Qatar.

The study was conducted using a questionnaire with a sample size of 364 employees in the educational sector in Qatar. Data were analyzed using factor analysis, Pearson correlation and multiple linear regression, were employed to examine the relationships between the variables under investigation.

Significant positive relationships were observed between supportive culture and job satisfaction; supportive culture and organizational commitment; participative-supportive leadership and job satisfaction; directive leadership and job satisfaction; job satisfaction and work motivation; job satisfaction and organizational commitment.

This paper would help managers and policy-makers in the education sector to develop a better understanding of organizational culture and leadership styles and their influence on employee satisfaction, commitment and motivation.

The education sector is experiencing a fast growth in Qatar due to significant outlays by the government. This study is among the first in the country to understand the variables affecting employees’ performance in education sector.

The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.

Data were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.

Generally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed.

The paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of marketing channels, strategic alliances among international channel partners have become the norm as well. Thus, identification of inter‐firm influence strategies – such as different leadership styles – used by the channel captain to motivate international channel partners becomes increasingly important. More specifically, in administering a firm’s marketing channels, participative, supportive, and directive leadership styles may be effective in eliciting channel partners to exert higher levels of motivation, which, in turn, may be associated with higher levels of performance. The linkages among leadership styles, motivation, and performance are empirically examined on data drawn from a sample of automobile distributors in the USA, Finland, and Poland. International channel management implications are discussed, limitations of the study are identified, and directions for future research are suggested.

Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by placing greater emphasis on fostering higher levels of cooperation among international channel participants. However, there are relatively few studies that explore cross‐cultural issues in marketing channels. Thus, investigating whether cultural differences influence how channel participants react to a firm’s channel strategies is an important issue that needs to be addressed. This study comparatively examines channel leadership styles, cooperation, and channel member performance across three divergent national cultures. More specifically, the study seeks to assess whether employing uniform channel strategies produces similar responses from channel members in different countries. Using data drawn from a sample of automobile dealerships in the USA, Finland, and Poland, inconsistent results were found, which suggest that using leadership stylesto foster cooperation among channel members across different national cultures on a standardized basis is not an appropriate channel strategy. Based on the findings, international channel management implications, limitations, and directions for future research are proferred.

This paper aims to investigate the brand building behavior in the luxury hotel industry from the perspective of frontline employees. In particular, this study addresses the importance and relevance of supportive leadership, brand building behavior and customers’ perceived brand image in the hotel industry.

The research uses data from four luxury class (4 and 5 star) hotels in the Pearl River Delta of China. Contact with frontline employees yielded employee and customer data, with 243 of 369 employee questionnaires having one or more matches with 1,158 customer questionnaires. Hierarchical linear modeling was adopted to test the research model.

Luxury hotels benefit from managers who provide supportive leadership that encourages employee brand building behavior. In turn, employee brand building behavior influences customers’ positive perception of brand image.

Brand building behavior is a top-to-bottom process. Luxury hotels need to pay attention to internal brand building orientation, while managers should reinforce the organization’s cultural orientation and provide appropriate job skills training to improve employees’ willingness and ability to build the company’s brand.

Findings of this study contribute to the brand management literature and the hotel management literature by addressing important matters affecting the frontline employees’ brand building behavior.

National Health Service (NHS) Emergency Department (ED) attendances are at the second highest level ever recorded, (RCEM, 2021a) and as they soar, performance plummets, putting patient safety at risk (RCEM, 2021b). Managing patient flow in the ED is critical to reduce patient safety incidents and crowding, however, this needs effective leadership (Jensen and Crane, 2014). This paper aims to introduce an innovative form of managing patient flow in ED, which is a two hourly “Board Rounds”, providing a managed process to pull patients through the system meeting pre-determined time critical standards and preventing patient harm. Board Rounds combined with effective leadership can play a contributory role preventing crowding in the ED.

An evaluation of two hourly ED Board Rounds was undertaken using the hospitals’ ED Board Round Standard Operating Procedure to develop a series of short questions. As leadership is the responsibility of all clinicians (Darzi, 2008; Moscrop, 2012), a separate survey was undertaken for clinicians of all grades and managers to self-assess their own leadership styles using the Path-Goal Leadership Theory (House and Mitchell, 1974; Indvik, 1985; Northhouse, 2013). Findings were reported to the team to explore ideas for improvement not only to develop more effective leadership in the ED but also to raise awareness of how to optimise leadership in Board Rounds.

In total, 27 (n = 27) clinicians and managers reported support for a 2 hourly Board Round, for a period of 15 min, in both minor and major injuries departments in ED. A multi-disciplinary Board meeting, led by the lead nurse with support from the Emergency Physician in Charge, was preferred, locating it at the nurse’s station. A validated Path-Goal Leadership survey instrument was returned (n = 24). The findings reveal that leaders and managers are using a high level of the directive leadership style, where there is more potential to use the supportive, participative and achievement approaches to leadership.

This was a small sample, returned from a Hospital ED located in a semi-rural location, department requiring “improvement” from the Health Regulator. This research would benefit from being undertaken in a medium/large NHS ED department to identify if the findings report on a wider leadership culture in the NHS ED. The implications for this study are that improvement interventions such as a “Board Round” can be usefully evaluated alongside a review of leadership styles and approaches to understand the wider implications for continuous improvement and change in the ED.

NHS EDs are facing unprecedented challenges and require innovative evidence-based solutions combined with leadership at this time. The evidence base for improving patient flow is limited, however, this study provides some initial findings on the positive perception and experience of staff to Board Rounds. Board Rounds combined with leadership has the potential to contribute to the wider strategy to prevent crowding in ED. This paper is the first of its kind to evaluate perceptions of Board Rounds in the ED and to engage clinicians and managers in a self-assessment of their own leadership styles to reflect on optimum leadership styles for use in ED.